CONTENTS - Capgemini

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28 ANNUAL THE GROUP Capgemini In 2006, stress was laid on “take the train, not the plane”, especially for travel around Europe. Environmental indicators In 2004, the Group first defined a set of indicators to understand better the environmental impact caused by Capgemini’s power consumption, office space and use of equipment. At the end of 2006, Capgemini had 393 sites covering 867,000 square meters. This represents an increase in total surface of approximately 8% while end of year employee numbers increased by 11%, thus equating to fewer square meters per person. The company therefore expects to make energy savings (air conditioning, heating, etc). The buildings are mostly rented, many having been recently renovated. The majority are air-conditioned. A survey on power consumption by the Capgemini sites shows that, for many locations, this information is included in the overall maintenance charges and is not provided separately by the owner, Calculations for kWh per square meter are therefore estimates only and, based on survey returns for 51% of the total surface area of facilities, average out at 279 kWh per square meter. Examples of specific actions in 2006 In 2006, Capgemini participated for the first time in the Carbon Disclosure Project. The Carbon Disclosure Project (CDP) is the largest registry of corporate greenhouse gas emissions in the world. Responses from corporations can be downloaded without charge. More than 1,000 large corporations report on their emissions through their web sites. In countries where a company car is a competitive part of the employment offer, focus has been on getting employees to select hybrid or fuel efficient cars. In the UK, an IT asset reuse system has been put in place. This includes donating refurbished assets to well managed and structured community schemes, selling them, extending their usefulness or recycling them. Printing paper is recycled (80%). Where possible, we encourage our employees to avoid printing, print double-sided, or consider other options such as scanning and e-mailing documents instead of making and sending another hard copy. A new printing system has significantly reduced the number of devices used, reducing the amount of power and toner consumed. Where there is no future need for a printer, it is either redeployed or goes back to the provider for reuse where possible. Capgemini UK has switched its energy supply to Green Energy. Energy providers will procure energy generated under a “combined heat and power scheme”. This should improve electrical efficiency by 50%, while reducing air pollutants and carbon REPORT 2006 Capgemini dioxide associated with climate change. The UK is working with the Carbon Trust and other specialists to reduce energy consumption and to seek alternatives. In addition, we are working with our technical architects to understand how technology can influence and help reduce the need for energy, both to power it and to cool it down. In Germany, we continue to encourage strongly all our employees to use rail instead of air travel arrangements. We have negotiated with our travel agency and offer all our employees a public transport-pass, which allows them to use German public transport everywhere they travel, in combination with a flight ticket booking. Capgemini pays 70% of the monthly/annual ticket for employees who use public transport to get to work. In 2006, we reviewed our contracts for waste paper recycling and negotiated a countrywide agreement with a single supplier, in which we had the supplier guarantee 100% recycling of our entire paper waste. We encourage our contract cleaners to use bio-degradable cleaning products. In the Netherlands, to support Take the train and encourage the use of public transport during 2006, a pilot was undertaken whereby employees with a lease car could travel by train with an NS Business Card. Due to the very positive reactions of employees (approximately 3,400 NS cards were distributed as part of the pilot), Capgemini in the Netherlands has decided to make the NS Business Card an employee benefit in 2007. 7.6. The group and its clients 7.6.1 The OTACE client satisfaction policy The Group client relationship management process, known as OTACE reporting (On Time and Above Client Expectations) is a key factor underpinning its long term client relationships. Under OTACE reporting, clients are requested to specify their expectations from its services, based on a set of indicators relating to: Type of service required, Nature of the working relationship, Knowledge sharing. These indicators are documented and validated, with the clients, to produce ratings which are reviewed according to an agreed schedule. OTACE provides an indication of strengths and areas for improvements, as well as a deeper understanding of client satisfaction on individual projects. 7.6.2 Systematically delivering sustainable value Capgemini is working to embed the corporate responsibility
principles into its offers and to review the sustainability impacts of projects carried out with clients by including social and environmental considerations in the project assessment processes, where appropriate. 7.6.3 Consulting on Corporate Social Responsibility With our consulting on corporate social responsibility, we help our clients to tailor strategies and translate them into practice by: Designing a sustainable development strategy; Devising and deploying sustainable products; Identifying technological developments that may affect competitiveness; Positioning a medium-term investment policy; Assessing necessary changes based on existing regulations or forecasts; Building reporting tools to better grasp what is at stake and monitor progress; Tailoring risk-management policies; Raising awareness through diagnostics and training. In providing these services, Capgemini leverages: Strong industry knowledge; A holistic approach to sustainable development issues; A global network of experts. 7.7 Supplier relations Capgemini’s business of providing intellectual services means that personnel costs account for almost two thirds of its expenses, while external purchases mainly comprise rent, IT and telecommunications costs as well as outside services (training, legal and auditing fees, recruitment or IT). Our commitment to ethical supplier relations is reflected in our comprehensive set of guidelines on the ethics of purchasing and the selection of suppliers. In addition, we apply the principles of the Chartered Institute for Purchasing & Supply (CIPS), or an equivalent body in other countries, and monitor our suppliers to ensure that they do likewise. 7.7.1 Purchasing activities In its purchasing activities, the Group pays attention to: Social impacts and human rights, Environmental impacts, Anti-bribery and corruption. The 10 key principles of the United Nations Global Compact guide our activities throughout our business. This means that we are committed to ensuring that we work only with suppliers who respect appropriate ethical policies and human rights. 7.7.2 Principles of ethical purchasing Group suppliers must comply, at least, with the following principles: No use of forced labor or child labor, No discriminatory practices, Freedom of association, Compliance with local laws in force, particularly relating to working conditions, health and safety. 7.7.3 Procurement procedures Group procurement procedures involve: Treating suppliers fairly, Selecting vendors on a basis of value, performance and price, Providing a clear and justifiable selection process, Ensuring confidentiality of supplier information, Maintaining a clear, honest and professional relationship with suppliers, Not taking advantage of mistakes made by suppliers. Capgemini is collaborating with its clients and alliance partners to develop joint approaches to corporate responsibility all along the value chain. As far as possible, Capgemini also aims to undertake all procurement (property, equipment, business travel) in line with its environmental policies and guidelines. 7.7.4 List of the top 10 suppliers In millions of euros Amount % Revenues FUTJITSU SERVICES 413 5.4% BRITISH TELECOM 81 1.1% ALEXANDER MANN 75 1.0% ACCENTURE 36 0.5% IBM CORPORATION 34 0.4% FRANCE TELECOM 34 0.4% SCHNEIDER ELECTRIC 30 0.4% SAP 25 0.3% UNISYS 24 0.3% HEWLETT-PACKARD 22 0.3% TOTAL 773 10.0% ANNUAL REPORT 2006 Capgemini 29
Page 1 and 2: CONTENTS 02 Financial highlights 03
Page 3 and 4: THE CAPGEMINI GROUP I - COMPANY HIS
Page 5 and 6: Prospects for 2007. Demand should r
Page 7 and 8: is beginning to produce a European
Page 9 and 10: Professional IT Services Market Sha
Page 11 and 12: Simplified organization chart for t
Page 13 and 14: ut also on local issues, in partner
Page 15 and 16: the investment slowdown led to down
Page 17 and 18: BREAKDOWN OF WORKFORCE BY AGE: EVOL
Page 19 and 20: in 2005. Overall satisfaction with
Page 21 and 22: same content management platform an
Page 23 and 24: committed to delivering a truly col
Page 25 and 26: urgent health crises, which an empl
Page 27: 7.5 The group and the environment E
Page 31 and 32: this trend is set to increase in th
Page 33 and 34: Economic conditions The Group’s g
Page 35 and 36: STOCK MARKET CAPITALIZATION From Ja
Page 37 and 38: MANAGEMENT REPORT PRESENTED BY THE
Page 39 and 40: 1.5 Profitability Operating margin
Page 41 and 42: €193 million in actuarial gains r
Page 43 and 44: paragraph 3 of article 158 of the F
Page 45 and 46: As is the case for all the Group’
Page 47 and 48: VI - FINANCING POLICY AND MARKET RI
Page 49 and 50: of the countries in which beneficia
Page 51 and 52: under French corporate governance g
Page 53 and 54: is based on the percentage of attai
Page 55 and 56: internal control procedures cannot
Page 57 and 58: specific issues relating to the fol
Page 59 and 60: Management and, above all, the Chai
Page 61 and 62: GROUP CONSOLIDATED FINANCIAL STATEM
Page 63 and 64: CONSOLIDATED STATEMENTS OF INCOME F
Page 65 and 66: CONSOLIDATED STATEMENTS OF CASH FLO
Page 67 and 68: (1) Restated in accordance with IFR
Page 69 and 70: Exchange differences arising on mon
Page 71 and 72: term growth rates for the period be
Page 73 and 74: Other financial liabilities With th
Page 75 and 76: NOTE 3 - CHANGES IN GROUP STRUCTURE
Page 77 and 78: In 2004 and 2005, restructuring cos
Page 79 and 80:
The difference between the French s
Page 81 and 82:
Fair value of options granted and i
Page 83 and 84:
Dilutive impact of the June 24, 200
Page 85 and 86:
Net value of goodwill At December 3
Page 87 and 88:
Reconciliation of the acquisition c
Page 89 and 90:
Deferred tax liabilities at Decembe
Page 91 and 92:
Total accounts receivable net of ad
Page 93 and 94:
Upon early redemption, the bonds ma
Page 95 and 96:
The facility agreement includes cov
Page 97 and 98:
Cap Gemini S.A. pays a variable rat
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B) Analysis of movements in provisi
Page 101 and 102:
F) Contributions to plans in 2007 T
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NOTE 20 - CURRENT AND NON-CURRENT P
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At December 31, 2006, commitments r
Page 107 and 108:
Results for 2004 break down as foll
Page 109 and 110:
At December 31, 2005, assets and li
Page 111 and 112:
NOTE 27 - NUMBER OF EMPLOYEES A) Av
Page 113 and 114:
NOTE 29 - LIST OF CONSOLIDATED COMP
Page 115 and 116:
Country Consolidated company % inte
Page 117 and 118:
FIVE-YEAR FINANCIAL SUMMARY in mill
Page 119 and 120:
STATUTORY AUDITORS’ SPECIAL REPOR
Page 121 and 122:
STATUTORY AUDITORS’ SPECIAL REPOR
Page 123 and 124:
TEXT OF THE DRAFT RESOLUTIONS PRESE
Page 125 and 126:
Ninth resolution Authorization to b
Page 127 and 128:
Meeting may decide to appropriate a
Page 129 and 130:
Proposed renewals of financial auth
Page 131 and 132:
Changes in the Company’s capital
Page 133 and 134:
CORPORATE GOVERNANCE To avoid repet
Page 135 and 136:
MEMBERS OF THE BOARD Yann DELABRIÈ
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MEMBERS OF THE BOARD Phil LASKAWY D
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DIRECTORS’ INTERESTS This informa
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Fees paid by the Group to the Statu
Page 143:
CROSS-REFERENCE TABLE To facilitate
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CONTENTS - Capgemini

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